...strategic objectives. Mergers and acquisition can come about because of stiff competition in the market or to create economies of scale or to enter new markets, or to diversify or a combination of many factors as mentioned in this sentence. Sometimes the only reason an acquire may purchase a business is for speculative profits, in that the sole purpose is to purchase with the intention to split them into smaller pieces and selling them or parts thereof for a price which is much higher than the acquiring price. Mergers and acquisition can also come about because of management failures. This situation can come about because management was unable to move the company in a positive direction which would have maximize shareholders wealth. Some of the issues which can lead to management failures include creating strategies which may be assembled with errors in alignment or market conditions may change during implementation. Mergers and acquisition can be forced on businesses or events can drive companies towards mergers or acquisition. There are many drivers which can lead to mergers and acquisition, some of the more common ones...
Words: 2142 - Pages: 9
...their occupancy rating and a 35% increase in their Medicare and Medicaid patients, in which “reimbursement rates are to low and paperwork is to high, (Connely, 2009)” significantly decreasing the hospitals revenue and adding to its workload. (Hellriegel, Slocum pg. 545) In order survive and maintain the hospitals accreditation General Hospitals CEO Mike Hammer wants to expand their current services and add new service that will enable them to successfully compete with the medical center, but this will mean cutting cost. After two past failed attempts to control physician-driven cost he would have to try once again. His first attempt failed because the Director of Medicine Dr. Mark Williams defended any change he recommended as good medical practice. After spending money on an outside consultant his second attempt failed...
Words: 2149 - Pages: 9
...I recommend that we prepare our delegates for the cultural norms of doing business in the Middle East and assign our representatives with this in mind. Summarily, this is because the prevalence of Islam in the region has resulted in different values assuming primacy and neglecting to educate our team on the cultural norms may result in an impression of ethnocentrism. Moreover, to avoid the appearance of paternalism I recommend that we also provide translators rather than rely on our customer’s English. At the meeting we discussed the successful bid for the contract and our flight to the initial meeting onsite. This raised a number of interesting questions regarding how we should conduct ourselves to minimise misunderstandings. If the negotiating team does not account for cultural differences in conducting business in the region the firm runs the risk of losing the contract to a competitor. Considerations must be given to the host’s religious sensibilities. Islam has implications for the systemic treatment of the business process, including what operational activities are permissible. The delegates must also be prepared for the following main differences to Australian culture as illustrated in the diagram below (Hofstede, 2012): context sensitivity in communication, autocratic leadership, the prevalence of collectivism and ‘face’, long term orientation compared to western cultures at circa 50 (Baron, 2008), and high levels of uncertainty avoidance, yet curiously a relatively elastic...
Words: 1319 - Pages: 6
...Mediation Process offers an overview of the process of mediating interstate and intrastate conflicts. Each of its six chapters covers a different step in the process, identifying what needs to be done at that step and how best to accomplish it: ● ● ● ● ● ● SMITH AND SMOCK MANAGING A MEDIATION PROCESS Assess the Conflict Ensure Mediator Readiness Ensure Conflict Ripeness Conduct Track-I Mediation Encourage Track-II Dialogue Construct a Peace Agreement Managing a Mediation Process is the first of several handbooks in the Peacemaker’s Toolkit series and deals largely with Track-I efforts. Each handbook in the series addresses a particular facet of the work of mediating violent conflicts, including such topics as negotiating with terrorists, managing public information, constitution making, assessing and enhancing ripeness, and Track-II peacemaking, among others. MANAGING A MEDIATION PROCESS Consolidating practical wisdom distilled from the hard-won experience of seasoned mediators into an easily digestible format, this handbook is designed to help mediators identify areas where they may need more research or preparation, as well as options and strategies relevant to the particular case on which they are working. Examples from past mediation efforts are provided. CT ST RU CE T CONA PEA MEN E AGRE Managing a MEDIATION PROCESS AGE OURC II E ENCTRA GU O DIAL UC T ONDAC I ON C R T DIATI ME Amy L. Smith and David R. Smock ...
Words: 17566 - Pages: 71
...recognized business builder. Four Rules for Effective Negotiations 8:30 AM Tuesday July 28, 2009 | Comments (19) I've been involved in many negotiations in my career. They've all been different in some ways, and alike in others. But through them all, I've identified four "golden rules" to be the most helpful towards productive negotiation outcomes. The rules parallel different stages of a negotiation: 1. The background homework: Before any negotiation begins, understand the interests and positions of the other side relative to your own interests and positions. Put these points down and spend time in advance seeing things from the other side. 2. During the process: Don't negotiate against yourself. This is especially true if you don't fully know the position of the other side. Much is learned about what the other side really wants during the actual negotiation process. Stay firm on your initial set of positions and explain your rationale but don't give in too early on the points. Wait to better understand which points are more important to the other side. 3. The stalemate: There will often come a point in a negotiation where it feels like there is zero room for either side to budge. Two sides are stuck on their positions and may have lost sight of the overall goals of the negotiation. Emotion may have overtaken logic at this point. If you recognize that...
Words: 2648 - Pages: 11
...NOî AN ANALYSIS OF FAILED MEDIATION IN THE ISRAELI-PALESTINIAN CONFLICT (1993-2000) Master of Arts in Law and Diplomacy Thesis Submitted by Ahsiya Posner 9 February 2003 Under the advisement of Professor Eileen Babbitt and Professor Diana Chigas ABSTRACT This paper will attempt this difficult but important task with the humble understanding that ìthe full storyî is impossible to know and telló even for the very participants of the process. Nevertheless, in this investigation, the author will explore four main questions. The first three questions are: 1) did the OPP set the Israelis and Palestinians on a trajectory that ìdoomedî CD2 from the start?; 2) were there problems inherent to the process and structure of CD2 that led to its failure?; and, 3) how should future mediation attempts of the Israeli-Palestinian conflict be structured in order to meet with more success? The fourth question, however, requires further introduction. The forthcoming study of CD2 will be guided by a ìProvisional Framework (PF)î of seven criteria that I believe are necessary ingredients to successful peacemaking processes. I devised this framework after consulting existing literature and scholars in the field of mediation and negotiation in general, as well as after reviewing scholarly pieces focusing on the Israel-Palestinian peace process in particular. Thus, after using this framework to analyze CD2, conclusions will thus be drawn with regard to a fourth and final question: is this prioritized...
Words: 48559 - Pages: 195
...Milestone One: Rule-oriented Games (Physical Domain) Section A: Knowledge of the Developmental Milestones During middle childhood, children’s play undergoes several changes, the most obvious of which is children engage in games with rules. These rule-oriented games include informally organized games as well as formally organized sports, such as little league, club or intramural sports. The former category may be variants on popular sports games, well-known childhood games such as red rover, and invented games that children develop on their own. The principal commonality is that these games have a set of rules and often have multiple roles for players. While informal outdoor play allows children to develop rules and try out multiple scenarios, formal, organized sports allows children to learn rules, appreciate their personal skills, and develop their position on a team. Both types of rule-oriented games are important for developing social competencies and enhanced cognitive capabilities. This milestone develops as children begin to develop more improved motor coordination, a better capacity for information processing, and a heightened social maturity (Berk, 2007, p. 294). The physical skills at play in rule-oriented games include flexibility, balance, agility, and force, reflective of increased muscle strength. All four of these are basic motor capacities which become more refined with the gross motor development of middle childhood. Additionally, children’s enhanced capacity...
Words: 4303 - Pages: 18
...and financial strengths should be considered. Understanding an organization’s current state workflow process as well as long-term goals related to efficiency, quality, and financial outcomes by creating a gap analysis can assist the decision-making group. Long-term goals in today’s environment include the patient needs within a clinical setting, getting feedback from patients to evaluate how they may use technology to connect with medical personnel for their healthcare needs. “Use of systems for patients to self-schedule, entering data into daily logs for chronic illness, and Internet-enabled communication to their healthcare team are cogent considerations” (Hebda & Czar, 2013, p. 155). Implementing a new electronic health records (EHR) system to replace manual records is a complicated task. EHRs use complex algorithms to exchange patient data among different physicians and departments such as pharmacies and laboratories. EHRs are becoming increasingly popular because employees and patients can access records anytime and anywhere. Patient drug alerts are also part of the system to warn emergency room and intensive care nurses about potential drug reactions. A needs assessment is a systematic procedure to determine what components are required for EHR implementation to prevent failure of the highly costly investment. Although EHR...
Words: 1105 - Pages: 5
...Disability Leave Disability leave is time off from work for a reason related to someone’s disability. It is a type of ‘reasonable adjustment’ which disabled workers are entitled under the Equality Act 2010. This factsheet tells you why disability leave is important to your branch; how to organise around it; and how to negotiate a good disability leave agreement. Disability issues have been on branch agendas for some time and employers may welcome an approach from UNISON representatives to jointly agree policies for disabled workers. The second half of this factsheet is a briefing on disability leave which you can share with your employer. A) What has disability leave got to do with my branch? One person in five of the working age population is disabled. Disabled people face such widespread discrimination that many are not even ‘out’ at work about having a disability. UNISON supports the legal right of disabled workers to equality, but this can be meaningless without the back-up of a trade union. Disability leave is also an open door for UNISON campaigners and negotiators. The Equality Act 2010 says ‘reasonable adjustments’ must be made for disabled workers, but many employers have poor or non-existent disability policies. The Equality Act is still a relatively new obligation on employers, it widens the scope of the original Disability Discrimination Act and requires public bodies to actively promote disability equality. This is an ideal time...
Words: 4391 - Pages: 18
...result of collective bargaining procedures is a collective agreement. Employees are often represented in bargaining by a union or other labor organization. By help of collective Bargaining, both employees and employers can negotiate about the specific issues, in terms of notional law, such as: the rules that govern their relationship, wages, hiring practices, layoff, promotions, safety of work, job conditions, working hours, work discipline, benefit programs, and etc. Once both sides have reached a contract that they find agreeable, it is signed and kept in place for a set period of time, most commonly three-five years. The final contract is called a collective bargaining agreement; it represents the fact that it is the result of a collective bargaining effort. When Did Collaborative Bargaining Start? The beginning of collective bargaining goes back in the late nineteenth century, when workers began to stimulate for more rights in their workplaces. Many skilled markets had begun using their skills as bargaining tools to force their employers to accept their workplace needs. Other workers relied on sheer numbers, creating general strikes to protest not suitable working conditions. Several labor pioneers started to establish a collective bargaining system so that labor negotiations could run more efficiently. Typically, the employees are represented by a union. Collective bargaining actually begins with joining a union, agreeing to continue by the rules of the union, and...
Words: 2575 - Pages: 11
...“Discuss the contribution of Actor-Network Theory to our understanding of management accounting and control in organisations that have adopted ERPS technologies.” Over the past decade, management accounting has seen an extraordinary rise in technology driven innovations, whereby Hyvonen (2008) explains how this has contributed to the emergence of virtual organisations. The power of ICT plays a pivotal role in many organisations, through providing a basis for managing efficient operations and formulating corporate strategy. Moreover, Bhimani et al (2008) explains how ICT provides the opportunity to alleviate the problems associated with information flows in organisations with fragmented information systems. In practice, Hyvonen (2008) notes that the centralised control of large organisations requires ICT systems that make the periphery visible to the centre. The enterprise wide resource planning system (ERP System) is an example of an ICT system which coordinates all the resources, activities and corporate information of an organisation into one central database that collects data and feeds it into multiple applications that support all business activities of an organisation. Furthermore, it has been suggested that such systems facilitate unprecedented levels of organisational integration (Dechow and Mouritsen, 2005) and thus ERP systems have provided a new platform for organisations to thrive and develop a competitive advantage. Actor-Network Theory is a constructivist and...
Words: 2871 - Pages: 12
...central to the future of the organisation (Trust) effectiveness to operate in the external/internal environment. The organisations culture needs to set the conditions and processes for Innovation and creativity to take place. Innovation can help set the strategic direction and enhances the ability to respond to key factors identified in a PESTEL analysis or organisational SWOT (appendix a). Evaluating key factors identified in the PESTEL analysis highlights why innovation is important to the organisation: Benefit | Factor | SIMILTANEOUSLY IMPROVE QUALITY AND PRODUCTIVITY | Better use of technology aligned to business strategyEnsure assets are fully usedDevelop IT for patient self-service systemsMaintain focus on high standards of practice, documentation and communication with patientsImprove health education use of social mediaProvide employees with stimulating work that creates a sense of personal growth | ECONOMIC GROWTH BECOMING MORE COMPETIVE | Improve business processesIncrease investment in sciences and technologyCreating confidence for external investmentCreate business partnerships | TRANSFORMS PATIENT OUTCOMES | Improved decision makingNew medicines, medical technologiesFocus on treatments in the homeGood informatics | An important consideration when new innovations are being assessed is at what speed in which to implement them. Diagram.1 Below shows Ettlie’s Evolution theory continuum (Elsevier, 2007, P.40) illustrates an incremental vs. Big Bang approach...
Words: 987 - Pages: 4
...Title: Negotiating with the Chinese: A Socio-Cultural Analysis Author(s): Tony Fang and Pervez Ghauri Source: Journal of World Business. 36.3 (Fall 2001): p303. Document Type: Article Full Text: COPYRIGHT 2001 JAI Press, Inc. Full Text: China has been one of the most favorite markets for Western firms for the last decade. However, doing business with China is considered difficult, mainly because negotiating with Chinese counterparts is quite complex. This paper analyses the negotiation process with China from a socio-cultural perspective. A Swedish multinational, Ericsson, is followed for several years and its negotiation process for different Chinese projects in the telecommunication industry is studied in depth. Based on these cases and literature a model is developed and some conclusions are drawn. Finally, managerial implications presented as four Ps: Priority, Patience, Price and People sum up the essence of Chinese business negotiation process. The People's Republic of China (PRC) started to open up its economy to the rest of the world in December 1978. Since then, Western business communities have been enthusiastic about China--the world's largest emerging market with more than one billion consumers. The Western enthusiasm for China decreased somewhat during a period following the Tiananmen Square incident in June 1989. But it rebounded and increased even more vigorously in the 1990s. China's rank in world trade rose from 32nd in 1978 to 9th today. By the...
Words: 9170 - Pages: 37
...CHAPTER ONE: INTRODUCTION 1.1 History of the organization Mantoz enterprise is a top notch branding company that was formed in 2004. It’s a company that focuses mainly on corporate clients and offers a one-stop-shop for branding solutions. 1.2 Functions or core activities of the company 1.3 Vision, mission statement and core values of the institution The vision of the company is “to become a one stop branding and printing solutions provider through the latest technologies available while being of service to mankind.” The company has gathered a lot of valuable experiences working with all sectors of business and non-business entities. There portfolio now stands at over 100 customers. They do branding business with a lot of passion and are always on the look out for new techniques and technologies so as to continually increase there quality hence enhancing the branding value of their clients. They have competent, innovative, dedicated and experienced team. They give competition a run for their money because they go all the way to please and deliver the best in branding. There team includes color experts, designers, concept and branding experts, research and development team, quality assurance, finance, marketing and sales, customer care and HR/Administration. VALUES These include quality, speed and customer satisfaction are their focus to make sure their clients get monies worth. At affordable prices, we are working with our clients to develop products suitable for...
Words: 1834 - Pages: 8
...nature of Chinese business negotiating style in Sino-Western business negotiations in business-to-business markets involving large industrial projects from a social cultural point of view. Design/methodology/approach – A conceptual approach developed from personal interviews. Findings – This study reveals that the Chinese negotiator does not possess an absolute negotiating style but rather embraces a mixture of different roles together: “Maoist bureaucrat in learning”, “Confucian gentleman”, and “Sun Tzu-like strategist”. The Chinese negotiating strategy is essentially a combination of cooperation and competition (termed as the “coop-comp” negotiation strategy in this study). Trust is the ultimate indicator of Chinese negotiating propensities and role choices. Research limitations/implications – The focus of this study is on Chinese negotiating style shown in large B2B negotiations with Chinese SOEs. Originality/value – Differing from most other studies on Chinese negotiating style which tend to depict the Chinese negotiator as either sincere or deceptive, this study points out that there exists an intrinsic paradox in Chinese negotiating style which reflects the Yin Yang thinking. The Chinese negotiator has a cultural capacity to negotiate both sincerely and deceptively and he/she changes coping strategies according to situation and context, all depending on the level of trust between negotiating partners. Keywords China, National cultures, Negotiating, Management skills, International...
Words: 11190 - Pages: 45
